f how laudable changes implemented by health care delivery and support organizations or government may be in intent, such changes may also be highly disruptive for specific components of the health care sector, and such disruption may lead to serious human resource management problems (Armstead, Elstein, & Gorman, 1995).
With system change progressing at a rapid rate, resistance to further change develops among members of health care delivery organizations. Such resistance tends to be against any form of change, whether it be quality-oriented or some other focus. The object of such resistance often is to slow things down until the individual can better comprehend events and attempt to regain some measure of control.
In the consideration of resistance to change, and to actions required to overcome such resistance, it is necessary to consider the central characteristics of contemporary organizations. These characteristics are as follows (Daft, 1996):
1. Organizations have an internal culture by which they are defined, and which shapes their performance.
2. Interdependence and interaction are the essential characteristics of effective organizations. Interdependence refers to the necessary dependence between members of an organization, regardless of hierarchical level. Interaction refers to the development and fostering of open rel
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